Is your organization ready for the leader after this one?
Five questions a board can answer in a meeting without looking anything up. It tells you which part of this to work on first.
Most boards treat a succession as a hiring problem. It is a direction problem first, and a knowledge problem second. This check surfaces which of those you are actually facing, and it is willing to tell you that you do not need help.
Answer for the organization as it is today. Not as it will be once a conversation goes well.
Is your organization ready for the leader after this one?
Five questions a board can answer in a meeting without looking anything up. It will tell you which part of this you should work on first, and it is willing to tell you that you do not need help.
It tells you which problem you actually have.
Two things derail most successions, and both can be named at the start. The board never settled what the organization should become, so the leader is measured against a standard nobody wrote down. And too much ran through one person, so what they carried left with them.
This check surfaces both, along with the one variable that changes everything else: how much time you actually have. Three years means the big questions are still open. Nine months means they are not. Under three months means steady the organization before anything else.
One result tells you that you do not need me.
If you would like the conversation, the door is open below.
Begin with a confidential conversation.
Thirty minutes. No cost, no obligation. Whether the leader is leaving or arriving, whether a search is underway, and what your board has and has not decided yet. Anything shared stays between us.
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